In recent years Phil has participated in the generation and management of over £420, 000 of research funding, over £330,000 of which was provided by EPSRC and ESRC. Involved in much of this research have been local public and private sector organizations as sponsors of research and as research sites for both data collection and for change-management interventions. This research has concerned a range of issues including: management control; corporate governance; contractor-client relations; evolving management roles. Recently Phil has engaged in ESRC sponsored research into "Benchmarking Good Practice in Qualitative Management Research" which is part of the ESRC Research Methodology Programme.
Currently Phil is a referee for a number of academic journals and reviews book proposals for several major academic publishers. He has also been a guest editor for the journal Management Decision and has recently been appointed as Associate Editor for a new international journal, Qualitative Research in Organizations and Management.
Phil¿s education includes: BA (Hons) Sociology (Sheffield); MSc Organization Development (CNAA); MSc Advance Educational and Social Research Methods (Open University); PhD Management and Organization (CNAA).

The Organizational Context of Control
The Variety of Control Influences in Organizations
The Evolution of Motivation Theory
Motivation and Output Controls
Culture and Control
Leadership, Self-Management and Self-Control
Power and Management Control
Conclusion

Management Control and Organizational Behaviour provides an introduction to the understanding of human behaviour in work and organizations, by considering the key issue of management control. Management control is used as a vehicle for considering the interaction of formally designed administrative control systems with the phenomena of social and self-controls. The all-pervasive

organizational issues of structure, culture and power are central themes of this book.

Within these central themes, the coverage is wide-ranging over key aspects of organizational behaviour, such as motivation and leadership. The book concludes by considering trends in the

development of new types of management control in organizations.